BEC商务口语场景练习

BEC商务口语场景练习（5）
内容概述：BEC商务口语场景练习
商务EMAIL大全
范例一：寻找供应商
From: X X X
To: X X X
Date: X X X
Subject: Establishing Business Cooperation
Dear Ms. Cunningham:
Y ou and your company have been recommended to us by Charles Lewis of East Asia Building Material Supplies. Charles mentioned that your company provides high quality goods and services at a reasonable cost, and I am writing to inquire about establishing business cooperation between you and my company, China Merchandise Company.
China Merchandise Company is one of the largest international exporters of Chinese goods. We have clients throughout the world, especially in the United States. Chinese ornamental merchandise represents one of our most popular products. As such, we would appreciated it if you could send us your latest sales catalog for our review. We believe that establishing business cooperation with Ornamental Decorations and Supplies will be mutually beneficial for your company and ours.
I look forward to receiving your catalog and doing business with you in the future.
Sincerely yours,
Mai Y ang
Manager
★常用表达方式
说明如何了解对方，请求提供产品信息：
We recently learned about your company through our market research, and are writing to request a catalogue and price-list for merchandise available from your store.
介绍自己的实力：
We are a Chinese export company with clients around the world.
请求实质性磋商：
I will contact you within a week to schedule an appointment.
☆相关词语
at a reasonable cost 价格合理inquire about 询问
market research 市场调查mutually benefcial for 互利的
范例二：寻找代理商
为了节省时间和金钱，寻找代理商与对方沟通也是非常必要的。

这类email 要写得简单明了、友好真诚。

From: X X X
To: X X X
Date: X X X
Subject: Looking for Agent
Dear Mr. Adams:
Y our name came to us from a mutual friend, Mr. Y ing Soo Y ong from Korea, who thounght you might be interested in our line of products, namely bed sheets and pillow cases.
Although we export large quantities to Europe and North America, we have yet to establish distribution channels in the Asia Pacific. We are currently seeking agencies to represent us. The attached materials are for your persual. Should you feel inclined to discuss opportunies for cooperation and mutual benefits, feel free to contact me at 86-10-12345678.
Sincerely yours,
Su Ning
★常用表达方式
急需代理：
We are actively searching for an agent to help us market our quantity products.
请求代寻找代理商：
We will appreciate if you could help us get in touch with some suitable companies that have all the necessary ingredients of an agent.
通知被选为代理商：
I am pleased to inform you that have been selected from among a dozen candidates to act as our sole agent in China.
☆相关词语
establish distribution channels 建立销售渠道seek/look for/search for agencies 寻找代理商
feel/be inc lined to 倾向于get in touch with 同... 联系all the necessary ingredients of an agent 代理商必备的所有要素范例三：寻找买方
有买有卖，生意才能做成。

本文就是一封中方食品公司主动向外商提出建立合作关系的email 范文。

看看它是怎么描述的：
From: X X X
To: X X X
Date: X X X
Subject: Establishing Business Relations
Dear Mr. Goodman:
We have your name and Email address from the Commercial Counselor's Office of the Chinese Embassy in Sweden. We wish to inform you that we are specialized in canned food, and shall be pleased to enter into trade relations with you.
Our firm, located at the east end of Beijing, was established nearly half a century ago, and has extensive general idea of our products, please visit our web page www. . It is showing various products being handle by this corporation with detailed specifications and means of packing. Quotation and samples will be sent upon receipt of your special enquires.
As to our financial standing, we refer you to Bank of China, 111 Wangfujing Street, Beijing, who, we feel sure, will be glad to furnish you with any information you require. In case you need more information about our business status, we shall be only t oo glad to answer your inquires at any time.
Y ours sincerely,
Jiang Wen
Manager
Sanyuan Food Company
★常用表达方式
介绍公司情况：
We write to introduce ourselves as one of the leading exporters of a wide range of electric and air conditioners.
☆相关词语
avail sb of the opportunity to do 借此机会enter into business relations with sb 与... 建立业务关系
furnish with 提供
BEC阅读考试真题练习（一）
Excise Three (2000.5)
Although it is nothing new for companies to build relationships with customers, it has generally been done on a one-to-one basis. In recent years, however, technological developments have made it possible to build up individual relationships with clients on a much larger scale, and this more sophisticated kind of operation is known as relationship marketing. Relationship marketing aims to increase sales through deliberate efforts to retain customers and promote two-way communication with them ? and new technology has make communication possible with a for larger customer base than before. The information gathered forms the basis of highly technical analyses of customer purchasing and profitability, which can be used to increase sales.
The building of good personal relationships with customers is usually integral to the management of small businesses, and owners of small corner shops clearly illustrate the essence of relationship marketing, although the technology available to them is far less advanced than that available to, say, a supermarket chain. Small shopkeepers have direct knowledge of regular customers and become familiar with their needs, likes and dislikes. The shopkeepers can then provide services tailored to individual needs. Over time, a bond of loyalty is likely to develop between shopkeepers and regular customers.
The benefits of relationship marketing enjoyed by small businesses are now available to big businesses, thanks to a number of developments. First and foremost is the increasing recognition of the importance of profitability of retaining existing customers. Secondly, technologies have been developed which enable the collection, manipulation and analysis of huge banks of c ustomer information. Large retailers can use store cards to obtain detailed background information about customer‟s ages, salaries an d lifestyles, and point-of-sale technology can be sued to track purchases made by every customer. Electronic storage enables all of this information to be retained, manipulated and integrated, while detailed analyses can be carried out on ever more powerful computers. Companies are thus able to target individuals amongst their thousands of customers with unique promotions or information matched to their back grounds and to their purchasing tendencies. Thirdly, companies feel a need to use relationship marketing becaus e of increased competition: amassing knowledge about customers and building up customer relationships through interactive contact can enable organizations to differentiate their products or services more easily form those of competitors.
However, relationship marketing is not always the right route for organizations to take, and is not appropriate for all customers. Some bank customers, for example, cost more to serve than the bank actually makes form their custom, while a supermarket customer who spends very little and does not shop regularly does not justify the expenditure of several pounds per annum on relationship marketing. In addition, customers may not always be interested in a relationship, even where there are demonstrable benefits to be had.
Overall, successful relationship marketing depends upon selecting and targeting the customers you wish to retain, and identifying sales areas where the investment and effort will be worthwhile. Many organizations have found the approach to be very rewarding in terms of customer retention and related profitability, but relationship marketing is still a developing field and is neither cheap nor easy to operate. It involves an integrative approach which draws marketing, quality and customer service together; it also depends upon developing the capacity of every employee ? particularly front-line staff ? to market the goods or services of the organization in a customer-focused way; and finally, it can require heavy investment in appropriate information technology.
15. In the first paragraph, the writer describes relationship marketing as
a. an idea that has passed in and out of fashion over the last few years.
b. a term used for an activity that used to exist in a more basic form.
c. a way for a company to advertise to its customers.
d. a way for a company to analyze its profitability.
16. Why are small shopkeepers used to illustrate relationship marketing?
a. Their success depends on their relationships with their customers.
b. They keep information about their customers on computer.
c. They were the first to use the term relationship marketing.
c. Their relationship with customers has started to change recently.
17. One reason why large companies didn‟t use relationship marketing in the past is that
a. they underestimated the true value of customer loyalty.
b. heir cust omers didn‟t want them to collect information.
c. they didn‟t need to find out about individual customers.
d. they didn‟t think they could justify the expenses.
18. One advantage of relationship marketing for large retailer is that
a. they can become more widely known.
b. they can respond to suggestions form customers.
c. they can increase their customer base.
d. they can identify the shopping habits of customers.
19. According to the writer, what kind of customers are unsuitable for relationship marketing?
a. people who only make cash purchases.
b. people who don‟t shop very often.
c. people who have had bad experiences with shops.
d. people who want to shop as quickly as possibl
e.
20. The writer concludes that relationship marketing is most likely to work if
a. the customer co-operate.
b. it is applied in small sales areas.
c. the right customers are chosen.
d. front-line staff learn to use computers.
BEC阅读考试真题练习（一）
Useful Words and Expressions:
Deliberate; profitability; foremost; manipulation; amass; differentiate; justify; demonstrable; integrative;
Have you ever noticed the following sentences in your reading? If not, read them through and pay attention to the bold parts.
15. The information gathered forms the basis of highly technical analyses of customer purchasing and profitability, which can be used to increase sales.
16. Small shopkeepers have direct knowledge of regular customers and become familiar with their needs, likes and dislikes. The shopkeepers can then provide services tailored to individual needs. Over time, a bond of loyalty is likely to develop between shopkeepers and regular customers.
17. First and foremost is the increasing recognition of the importance of profitability of retaining existing customers.
18. Large retailers can use store cards to obtain detailed background information about customer‟s ages, salaries and lifesty les, and point-of-sale technology can be sued to track purchases made by every customer.
19. a supermarket customer who spends very little and does not shop regularly does not justify the expenditure of several pounds per annum on relationship marketing.
20. successful relationship marketing depends upon selecting and targeting the customers you wish to retain
BEC阅读考试真题练习（二）
Exercise Two
The expression benchmarking has become one of the fashionable words in current management discussion. The term first appeared in the United States in the 1970s but has now gained world wide recognition. But what exactly does it mean and should your company be practicing it?
One straightforward definition of benchmarking comes from Chris Tether managing director of a New Zealand-based consultancy firm specializing in this area. “Benchmarking involves learning about your own practices, learning about the best practices o f others, and then making changes for improvement that will enable you to meet or beat the best in the world.” The essential elemen t is not simply imitating what other companies do but being able to adapt the best of other firms‟ practices to your own situation.
Instead of aiming to improve only against previous performance and scores, companies can use benchmarking to inject an element of imagination and common sense into their search for progress. It is a process which forces companies to look closely at those activities which they may have been taking for granted and comparing them with the actives of other world-beating companies. Self-criticism is at the heart of the process although in some cases this may upset managers who are reluctant to question long established practices.
The process of identifying best practice in other companies does not just mean looking closely at your competitors. It might also include studying companies which use similar processes to your own, even though they are producing different goods. The point is to look at the process rather than the product. For example, Italian computer company Arita wanted to improve the quality of its technical manuals and handbooks. Instead of looking at manuals produced by other computer companies, Arita turned to a publis her of popular handbooks such as cookery books, railway timetables and car repair manuals. As Arita‟s Technical Director Claudio Benclii says, “All of these handbooks are communicating complex information in a simple way - exactly what we are aiming to do. And in many cases they succeed far better than any computer company.”
There is some disagreement between benchmarking specialists as to the best methods to follow when starting a benchmarking exercise in your firm. Everyone agrees that the process must have the full approval of senior management but that it is best carried out by a comparatively small team. Some consultants feel this should be as small as three people but most favor a team of between five and eight at least one of whom should have some prior knowledge of the benchmarking process. In practice this often means bringing in an outside consultant ? at least at the beginning. Once the team is assembled there can be anything from three to five formal stages in the process different approaches but whatever the exact technique benchmarking can only work if everyone in the company from top to bottom is committed to change.
15. According to the writer, benchmarking must always involve
A. changing your activities on the basis of new information.
B. Copying exactly what your competitors do.
C. Identifying the best company in your market.
D. Collaborating with other companies in the same field.
16. Some managers may resist benchmarking because
A. it takes their activities for granted.
B. It makes them examine the way they work.
C. It makes others question their efficiency.
D. It gives them a lot of extra work.
17. What sort of companies should you compare yours with?
A. those producing similar goods
B. those communicating most effectively
C. those using similar processes
D. those leading the domestic market
18. Anita found that a publishing company could
A. make more money than a computer firm.
B. Produce technical manuals for them
C. Show them how to improve their own manuals
D. Help them move into new markets
19. Benchmarking specialists agree that in order to succeed there must be
A. a team of no more than three people
B. total support from top managers
C. a fixed timetable for the process
D. an outside consultant it the team
20. What is the writer‟s purpose in writing this article?
A. to recommend the process of benchmarking
B. to criticize firms that do not carry out benchmarking
C. to give tactual information about benchmarking
D. to explain why benchmarking does not suit every firm
BEC阅读考试真题练习（二）
2008-08-13
Useful Words and Expressions:
Benchmarking; world-beating; assemble; be committed to;
Have you ever noticed the following sentences in your reading? If not, read them through and pay attention to the bold parts.
16. Self-criticism is at the heart of the process although in some cases this may upset managers who are reluctant to question long established practices.
17. It might also include studying companies which use similar processes to your own, even though they are producing different goods. The point is to look at the process rather than the product.
18. All of these handbooks are communicating complex information in a simple way - exactly what we are aiming to do. And in many cases they succeed far better than any computer company.”
19. Everyone agrees that the process must have the full approval of senior management but that it is best carried out by a comparatively small team.
Benchmarking can only work if everyone in the company from top to bottom is committed to change.
Additional Reading Material:
Who's best? How good are they? How do we get that good? What is Benchmarking?
Benchmarking is the process of determining who is the very best, who sets the standard, and what that standard is. In baseball, you could argue that seven consecutive World Series Championships made the New Y ork Y ankees the benchmark. If we were to benchmark "world conquest", what objective measure would we use to compare Julius Caesar to Adolph Hitler; Gengis Khan to Napoleon? Which of them was the epitome, and why?
We do the same thing in business. Who is the best sales organization? The most responsive customer service department? The leanest manufacturing operation? And how do we quantify that standard?
2008-08-13
Part Three
Before doing this part, please check for some tips on page 57 in your Student Book.
Exercise One
Bill Cockburn, fresh from reforming the British Post Office, is the new Chief Executive of W.H. Smith, one of the country‟s largest stationers. Last week, while issuing a profits warning along with the interim results, he admitted what everyone has always known, that the 200 year old W. H. Smit h is unbearably smug. “There is,” said Cockburn, “a culture of complacency and a culture of explaining why we haven‟t done what we said we would do.” If he gets this way, all that is about to go. “We should welcome re form as an opportunity, not a threat. I can‟t understand people who are content with mediocrity and accept second best when they have the potential to be terrific.”
W.H. Smith chairman Jeremy Hardie led the search to find Corkburn. …I had uniformly favorable reports from everyone who had worked with him as someone who gets things done and can also bring out the best in his staff. ‟Cockburn may have little experience of retailing in its purest sense but he is an excellent choice to lead Smith out of the cozy world of tradition and bureaucracy.
He rose to power at the Post Office while it was recovering from the 1971 strike and subsequent loss of image. He did much to improve overall performance, cutting out unprofitable services and shaking up an old-fashioned management. He is well aware of the p arallels between the two businesses. …The old, mature operation of W.H. Smith has a culture and working practices that go bac k a long time. Managing change in a young business like one of our subsidiaries is easier than managing it in Smith‟s 549-store empire with all its tradition and resistance to new ideas. Because they have been there for such a long time, there is an exaggerated
sense of prominence‟
Corkburn is famously short of sentiment when it comes to management. …It is a very polite environment here.‟ he says with a mischievous smile, …I want it to be more challenging, so people can disagree with each other but are united by driving the bu siness forward. I hope I am breaking down the barriers.‟ The shares have already responded to such daring talk by jumping considerably in value since Corkburn took over the running of the company.
What does Cockburn say about himself and his career? Was he ambitious from the start? …People would assume I was ambitious because of the speed at which I progressed through the Post Office organization. But I did not have a view I would end up anywhere in particular. I took each job as it came and I had tremendous bosses who encouraged me. I learned from them how to take pres sure and to work fast and hard. In the jo bs I have aimed to create success because it‟s good for stakeholders-customers, employees and now, in the private sector, shareholders.‟
His management style is a mixture of enthusiasm and toughness. …I believe you get the best out of people by motivating them, supporting them and setting challenging objectives. It seems to me the only way to work is to be open and honest and speak your mind, ‟he says. Twenty-eight days into the job, he has done the easy part. He has traveled around the Smith group, identif ied the problems and presented his first financial results. Now he has just to transform the company culture to one of one of striving for excellence. …I‟m very optimistic, of course,‟ he says. …The basics are great.‟ He seems like the light man for the jo b.
15. What is Corkburn?‟s attitude towards W.H. Smith?
A He disagrees with people who are frightened of change there.
B He warns it will be difficult to explain results to customers.
C He threatens to make some people leave
D He accepts that not everyone can be first rate.
16. Jeremy Hardie thinks Cockburn possesses the ability to
A get on well with other people.
B make profitable business deals.
C motivate other people he works with.
D choose the right people to work with.
17. What difficulty does Cockburn have to deal with at W.H. Smith?
A the image the public has of the company
B the comparison people make with his previous job
C the competition from modern, new subsidiaries
D the old, established customs in existence
18. As a result of his influence, Cockburn says he would like to see
A an increase in share prices.
B a better educated workforce.
C a more demanding atmosphere.
D a less structured organization.
19. Corkburn attributes his successful career to
A the support his bosses give him.
B his own personal ambition.
C the help he has received from clients.
D his ability to do any job given.
20. What does Corkburn say is the most important factor in successful management?
A always thinking positively
B not demanding too much from your staff
C setting an example to your staff
D saying exactly what you think
BEC阅读考试真题练习（三）
Useful Words and Expressions:
Interim; smug; complacency; be content with; prominence; sentiment; challenging; end up; tremendous;
Have you ever noticed the following sentences in your reading? If not, read them through and pay attention to the bold parts.
15. “There is,” said Cockburn, “a culture of complacency…
We should welcome reform as an opportunity, not a threat. I can‟t understand people who are content with mediocrity and accep t second best when they have the potential to be terrific.”
16. I had uniformly favorable reports from everyone who had worked with him as someone who gets things done and can also bring out the best in his staff.
17. Managing change in a young business li ke one of our subsidiaries is easier than managing it in Smith‟s 549-store empire with all its tradition and resistance to new ideas.
18. It is a very polite environment here.‟ he says with a mischievous smile, …I want it to be more challenging, so people can disagree with each other…
19. I took each job as it came and I had tremendous bosses who encouraged me. I learned from them how to take pressure and to work fast and hard.
20. It seems to me the only way to work is to be open and honest and speak your mind…。